The Line Manager's Role in Implementing Successful Organizational Interventions.

The aim of the paper is to discuss the role of the line manager in implementing to plan, implement and evaluate successful organizational interventions using our experiences from the ARK-program. Earlier literature has shown that line managers have a major influence on an intervention's outcomes (Nielsen, 2017; Saksvik, Nytrø, Dahl-Jørgensen, & Mikkelsen, 2002), however, there is a lack of knowledge about the managements' role throughout the entire intervention process and how line managers are influenced by the context at different levels. We therefore discuss the line managers' role within the five phase cycle of an organizational intervention, including preparation, screening, action planning, implementation and evaluation.

Healthy Change Processes-A Diary Study of Five Organizational Units. Establishing a Healthy Change Feedback Loop.

This paper explores a change process in the Central Norway Regional Health Authority that was brought about by the implementation of a new economics and logistics system. The purpose of this paper is to contribute to understanding of how employees' attitudes towards change develop over time and how attitudes differ between the five health trusts under this authority. In this paper, we argue that a process-oriented focus through a longitudinal diary method, in addition to action research and feedback loops, will provide greater understanding of the evaluation of organizational change and interventions.

How to Measure the Intervention Process? An Assessment of Qualitative and Quantitative Approaches to Data Collection in the Process Evaluation of Organizational Interventions.

Organizational interventions aiming at improving employee health and wellbeing have proven to be challenging to evaluate. To analyze intervention processes two methodological approaches have widely been used: quantitative (often questionnaire data), or qualitative (often interviews). Both methods are established tools, but their distinct epistemological properties enable them to illuminate different aspects of organizational interventions.

Dispositional resistance to change: measurement equivalence and the link to personal values across 17 nations.

The concept of dispositional resistance to change has been introduced in a series of exploratory and confirmatory analyses through which the validity of the Resistance to Change (RTC) Scale has been established (S. Oreg, 2003). However, the vast majority of participants with whom the scale was validated were from the United States.